CHAPTER 12 · It enhances group learning. It reduce staff turnover. (Service Type Businesses e.g....

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CHAPTER 12

Topics to be covered…..• What HRM is?

• Why HRM is important?

• Human Resource Management Cycle

• Knowledge worker concept

• Function of HRM – Staffing

– Training and Development

– Motivation

– Miantenance

Human Resource Management

• Human Resource Management (HRM) is the process ofevaluating an organization’s human resource needs, findingpeople to fill those needs, and getting the best work from eachemployee by providing the right incentives and job environment--- with the overall aim of helping achieve organizational goals.

• HRM is concerned with the most effective and efficient use ofhuman resource. It deals with organization’s staffing levels,motivating employees, managing employee relations andemployee service.

• HRM is a strategic approach to manage people at work.

Importance of HRM ….• Our people are our most important resource.

• Strategic Tool.

• It increase productivity.

• It enhances group learning.

• It reduce staff turnover. (Service Type Businesses e.g. Banks)

• It encourages initiatives.

• Important source of competitive advantage.

Human Resource Cycle ….

Selection Performance

Ap

pra

isal

Rewards

Training and

Development

• HRM is a bridge between employee and employer.

• Give something and get something concept.

• When your organization has about 100 employees, then HRM becomes necessary.

• HRM focuses on personality dominance to work dominance.

Knowledge Worker Concept…. • An employee who have the required knowledge and skills to

perform a specific task or job.

Functions of HRM

HRM

Staffing

Training

& Development

Motivation Maintenance

Staffing

1. Human Resource Planning (HRP)

2. Recruitment

3. Selection

1. Human Resource Planning (HRP)

• Right person for right job, in the right time, at right place.

• Current Human Resource Inventory (HRI)

• Future Needs

• Replacement Charts/Succession Planning (Planning for persons who are going to be replaced)

• Demand and Supply of Human Resource

• Job Analysis – Job Description. (Focus on Job)

– Job Specification. (SKA)

– Job Evaluation. (Whether you are doing rightly.)

2. Recruitment

• Locating, Identifying and Attracting capable applicants.

• It is used to hire people.

• Recruitee Future Employee

• Candidates (10) Recruitee (5) Employee (1)

• Sources of Recruitment – Internal Sources (Promotion, Employee referrals)

– External Sources (Internet, News Papers, Colleges n Universities, Recruitment Agencies etc)

• Recruitment Constraints

• De-recruitment

3. Selection

1 •Short Listing/Initial Interview

2 •Written Test

3 •Panel Interview/Employment Interview

4 •Background Checking

5 •Appointment Letter

6 •Medical Examination

Training and Development

1. Socialization/Orientation .

2. Training

3. Development

4. Career Development

• Awareness about company and its environment.

• Organization tries to influence the new hire to adapt to and adapt the way they do things around the workplace using formal and informal processes.

• For example language, physical appearance or greet the customers.

• Socialization must be there otherwise employees will left.

Socialization Process

2.

• It more focused on your present job.

• Training of employees takes place after orientation takes place.Training is the process of enhancing the skills, capabilities andknowledge of employees for doing a particular job. Trainingprocess moulds the thinking of employees and leads to qualityperformance of employees. It is continuous and never ending innature.

• How to work, How to sit n stand, How to greet customers etc.

• Training may be given to new employees as well as employees with no good performance appraisal.

• Indoor training and outdoor training.

• On the job training and off the job training.

3. • It is more focused on future positions.

• Companies often realize that investing in the growth anddevelopment of key employees helps improve the overallcompetence of the organization. When an employee learns skillsand responsibilities, he becomes better equipped to take onhigher-level work and leadership roles in the future. Mentoringprograms, manager-training programs and departmentalworkshops are examples of employee-development activities.Employee development typically works best when humanresources promotes and supports a culture that rewardsemployees who deliver results and learn new skills.

4.

• Focus on employee career.

• From date of joining to Superannuation (Retirement)

• Step by step promotion in service.

• Career development programs place more emphasis on opportunities foremployees to improve themselves to reach personal career goals. In a 2009study, Hay Group Insight showed that employees felt much more engaged andcommitted to employers who offered chances for personal growth anddevelopment. In essence, companies that offer development opportunitiesplace a higher emphasis on employee retention. The general belief is that ifyou can motivate employees to improve their knowledge and skills, thecompany ultimately benefits.

Motivation

1. Employee Benefits

2. Employee development program

3. Performance Reward System

1.

• Benefits Planning – Medical Facilities

– Residence

– Leaves

– Transportation

• Incentives– Cash Incentives

– Haj Incentives

• For efficient as well as for average performance.

• If peoples are working well motivation is there.

• If peoples are frustrated, then de-motivation is there, and this creates a big hurdle in performance.

2.

• Only for above average and efficient performance.

• How employees are developed?– Special Trainings.

– Further Education.

– Participation in Decision Making.

– Free Industry and Foreign Tours.

– Promotions.

3.

• Rewards are what employees receive for performing well. Sometimesthese rewards come from the organisation in the form of money,recognition and promotions. Rewards can also consist of feelings fromhaving performed well in work. It can be said that rewards are verypowerful motivators of performance.

• Organisations need various types of performance from theiremployees. They need them to become active members of theorganisation, they need them to do their job as it has been defined andthey need their employees to improve their performance. In order toachieve improvements in performance different reward systems mustbe applied.

• As much better performance you will show, so better reward you willget.

• Financial Vs. Non- Financial Rewards

• Intrinsic Vs. Extrinsic Rewards

Maintenance 1. Performance Appraisal

2. Compensation

3. Industrial relations

4. Rewards

1.

• A performance appraisal is a review and discussion of anemployee's performance of assigned duties and responsibilities.The appraisal is based on results obtained by the employee inhis/her job, not on the employee's personality characteristics.

• Whether you are performing good or not.

• Good Performance Rewards, Incentives, Promotions

• Average or Bad Performance Training

• Appraisal Process

Appraiser

Appraisee

2.

• Wages, Salary &Payrolls, Bonuses ,Incentives

Benefits

Mandatory(Necessary as per law)

** Salary

** Suit able working conditions and environment.

Optional (Optional as per

Company’s Management)

** Residence

** Transportation

** Mobile

** Lunch Facility

3.

• Labor Laws

• Social Security (PESSI)

• EOBI

• Insurance

• Health issues.

• Child Labor.

4.

• A thing given in recognition of service, effort, or achievement.

• Financial Rewards

– Piece rate

– Wages

– Salaries

– Bonus Schemes

– Profit related Pay

– Fringe Benefits

• Non-Financial Rewards

– Job Enrichment

– Job Enlargement

– Communication

– Empowerment

– Quality Circles

– Training

– Autonomous Work Groups

Some Thoughts on Leadership

Workshop Content Introduction

• Definition of Leadership

• Interpersonal Effectiveness

Leadership

• Attributes of a Leader

• Differences between management skills and leadership skills

• Being a Leader

• Holistic Communications

Workshop Content

Interpersonal Communications

• Personal Interactive Skills

• Jungian type personality indicators

• Self Evaluation

• Motivating

• Maslow’s Hierarchy of Needs

• Team building

• Coaching

Workshop Content

Conflict Management

• Thomas-Kilmann Conflict Styles

• Self Evaluation

• Situations to use conflict styles and

consequences

• Confronting Conflict

Workshop Content

Problem Solving and Decision Making

• Formal Techniques, eg. KT, Alamo,

Cause Mapping, etc

• Brainstorming

• Synergistic Decision Making

Definition of Leadership

Leadership, according to Peter DeLisle, is

the ability to influence others, with or

without authority.

All successful endeavors are the result of

human effort; thus, the ability to

influence others is a derivation of

• Interpersonal Communications

• Conflict Management

• Problem solving

Interpersonal Effectiveness

Interpersonal effectiveness is the

capability of an individual to do this,

influence others, competently.

Leadership is a direct function of three

elements of interpersonal effectiveness

• Awareness

• Ability

• Commitment

Interpersonal Effectiveness

Awareness

Awareness is a state of consciousness.

It is the ability to recognize yourself, others, events and situations in real time.

It is the ability to assess the impact of actions on situations and others, and be critically self-reflective.

It is a development process that is a function of experience, communication, self discovery and feedback.

Ability

Ability to learn and understand technical issues

is the basis of our careers.

Ability to lead is a function of influence:

• Ability to communicate

• Ability to resolve conflicts

• Ability to solve problems and make decisions

As a member of a team, we influence others in

a collaborative effort to find better ideas or

solve problems.

Commitment

For leaders, the “one thing” that leads to maturity is the fully aware recognition that one’s decisions make a difference, both positively and negatively, in the lives of others, and that any attempt to solve a problem might have a decided negative impact on some, while helping others.

In no-win scenarios, one must still make a hard decision.

Commitment

Movie example – Untouchables

Moment of truth for Elliott Ness

Jimmy O’Neil asks

“What are you prepared to do?”

Ness replies

“Anything I have to do to make this thing right.”

O’Neil says

“Everyone knows where the problems are, but no one is willing to do anything. You said you would do anything you had to, to make it right. Now, I’m willing to help you. You made the commitment.”

Attributes of a Leader

• Guiding vision: Effective leaders know

what they want to do, and have the

strength of character to pursue their

objectives in the face of opposition and in

spite of failures. The effective leader

establishes achievable goals.


Passion: Effective leaders believe

passionately in their goals. They have a

positive outlook on who they are, and they

love what they do. Their passion for life is

a guiding star for others to follow, because

they radiate promise!


• Integrity: Because they know who they are, effective leaders are also aware of their weaknesses. They only make promises they can follow through on.

• Honesty: Leaders convey an aura of honesty in both their professional and their personal lives.

• Trust: Effective leaders earn the trust of their followers and act on behalf of their followers.


• Curiosity: Leaders are learners. They wonder

about every aspect of their charge. They find out

what they need to know in order to pursue their

goals.

• Risk: Effective leaders take calculated risks when

necessary to achieve their objectives. If a

mistake is made, the effective leader will learn

from the mistake and use it as an opportunity to

explore other avenues.


• Dedication: The effective leader is

dedicated to his or her charge, and will

work assiduously on behalf of those

following. The leader gives himself or

herself entirely to the task when it is

necessary.


• Charisma: This may be the one attribute that is

the most difficult to cultivate. It conveys maturity,

respect for your followers, compassion, a fine

sense of humor, and a love of humanity. The

result is that leaders have the capability to

motivate people to excel.

• Listening: Leaders Listen! This is the most

important attribute of all, listen to your followers.

Leader vs Manager

Leader n, 1. A person who is followed by

others.

Manager n, 1. A person controlling or

administering a business or a part of a

business. 2. A person regarded in

terms of skill in household or financial or

other management.

Leadership

•Leadership is the ability to develop a vision that motivates others to move with a passion toward a common goal

Management

•Management is the ability

to organize resources and

coordinate the execution

of tasks necessary to

reach a goal in a timely

and cost effective manner

Leadership vs Management

• Management seeks stability &

predictability

– (order)

• Leadership seeks improvement through

change

– (disorder)

Leader vs Manager

Leaders:

Do the right thing

Manager:

Do things right

Leadership & Management Skills

Leadership – soft skills

• Communications

• Motivation

• Stress Management

• Team Building

• Change Management

Management – hard skills

• Scheduling

• Staffing

• Activity Analysis

• Project Controls

Managers have the following attributes , they

– Consider alternatives to design

– Estimate costs involved

– Establish risks to the organization

– Develop a schedule for the project

– Include decision steps

– Manage change in an orderly fashion

– Keep the team motivated and informed

– Review responsibilities and goals with each team player

– State clearly the basis for evaluation and where each person fits into the organization

Managers have the following attributes , they

– Monitor progress

– Set directions; set expected achievements

for each individual within the next work

period. Show the team members where

they fit in achieving unit goals.

– Perform administrative tasks

– Report to senior management

– Money and job security play a major role in

management effectiveness. They act as

deficiency motivators.

Being a Leader

• If you want to get ahead, be a leader, you must assume:

– That everything that happens to you results in a situation that is in your control

– That the attitude you convey is what you are judged on

– That what you think and do in your private life is what you will reap in your public or corporate life

– You are what you think and believe

– If you never meet a challenge you will never find out what you are worth

Recipe for being a Leader

• Take control of your life

• Assume responsibility for who you are

• Convey a positive and dynamic attitude in

everything you do

• Accept blame: learn from your own mistakes

as well as those of others. Take blame for

everything that happens in your unit

• Give credit wherever it is due

• Be compassionate when you review your

team members' progress or lack thereof

Recipe for Being a Leader

• Think great thoughts. Small thinking is why

companies go broke

• Turn disasters into opportunities. Turn every

obstacle into a personal triumph

• Determine your "real" goals then strive to

achieve them

• When you want to tell someone something

important, do it personally

• Don’t be afraid to get your hands dirty doing what you ask others to do. Make coffee

Recipe for Being a Leader

• Listen effectively

• Encourage teamwork and participation

• Empower team members

• Communicate effectively

• Emphasize long-term productivity

• Make sound and timely decisions

• Treat each person as an individual

• Know yourself and your team

• Protect your team

• Have vision, courage and commitment

Holistic Communications

image (noun)

1. Form, semblance; counterpart as regards appearance (That person is the image of an engineer.)

2.simile, metaphor; mental representation; idea, conception; character of thing or person as perceived by the public.

Image includes everything: the way you talk and dress, the way you act, your attitude to

others at work and play.

Holistic Communications • Do you give warm fuzzies? Do you smile a lot? Do

you feel dynamic and energized, and show it? Do you feel comfortable in a group?

• Or: do you hand out cold pricklies? Do you frown a lot? Do you feel tired and drained of energy, and show it? Do you feel uncomfortable in a group?

• When people think about you, do they equate your image with a dynamic, interested, competent person? Are you the sort of a person who makes things happen, at home, at work, or at play?

• Or: do people think you are merely occupying a spot in the universe? That you are waiting for the next millennium? Are you the sort of person who waits for someone else to make things happen?


What are your personal career objectives?

1. to identify problems and create winning solutions to solve them?

2. to lead effectively, with inspiration; to motivate?

3. to be in control of your world; to make things happen for you?

4. to manage your personal resources effectively?

5. to be president of your own company?

6. to be a millionaire, if you aren't already?

The way you stand or sit

• indicates whether you are an open person,

easily approachable

• says whether you are friendly

• tells others whether you could be a good

team player

• suggests that you are frank and honest

• tells others what you really think of them

• shows whether you are a part of the team

The way you dress

• indicates whether you have conventional

ideas or whether you are a radical

• shows how neat you are

• suggests whether you will fit in with the

company's image

• makes a statement about whether or not you

care enough to find out about the company,

its image and its objectives

• shows indirectly whether you are confident,

whether or not you believe in yourself.

The way you write

• Conveys whether you are warm and friendly or appear cool and reserved

• Tells whether you are dynamic and energetic or whether you are lethargic and procrastinate

• Conveys an image of you as either intuitive in solving problems, or logical, solving problems step by step

• Says whether you want to communicate with others or not

• Says whether you try to avoid conflict or seek it

• Says whether you are materialistic or idealistic


Conclusions

• Communication is a holistic concept; everything we do conveys something about ourselves

• If you want to achieve greatness in your chosen objectives you must communicate holistically. It is not enough to write well or to know a lot of big words. You must be able to project an image that will lead to success

• You can change the way you appear to others by changing your behavior pattern

• If you want to change your behavior pattern, you must change everything about yourself.

What is the bottom line for you?

• You are in control of your environment. You can make every setback an opportunity for success

• You can be anything you can be! Whatever you want to be is entirely up to you

• You can become the person you want to be. Dress like that person, talk like that person, act like that person, write like that person, and that will be you.

Interpersonal Communications

Carl Jung was a Swiss born psychiatrist,

and a colleague of Sigmund Freud, who

practiced in the first half of the 20th

century.

Jung formulated a classification of

personality in terms of types of

characteristics, such an introvert and

extrovert

Personal Interactive Skills

On the basis of Jung’s classification of personality, Katherine Briggs and her

daughter, Isobel Briggs-Myer,

developed a procedure for evaluating

personality characteristics.

A number of tests exist for giving Myers-

Briggs type indicators.

The types are divided into four pairs of

preferences.

Personality Indicators

• Extraversion: type E, sociable,

about 75%,

expends energy

interacts with others freely

• Introversion: type I, territorial,

about 25% conserves energy reads meditates solves problems


• Are you energized around people? Do you like to meet people and seek opportunities to do so? Do you think out loud? Do you talk to plants and discuss problems with animals? This is Extrovert behavior.

• Alternatively, do you find you would rather work alone, without interruption. Does meeting too many people tend to tire you out? Would you sooner not answer the phone - let the answering machine do it for you. Would you rather have a problem written down for you than stated verbally? This is typical Introvert behavior.


• intuitive: type N, creative, about 25% ingenious, future-oriented, fantasizes, imaginative

• Sensing: type S, practical, about 75% experience-oriented, utility, sensible

• Do you see the world in terms of your senses? Do you like the facts before starting work? Do you like dealing with the details of a project rather than the overall plan? You are likely Sensing.

• Or do you think in terms of the big picture, in terms of concepts and ideas, rather than the information involved? Put down intuitive.

Personality Indicators • Thinking: type T, impersonal, 50% (however, 60%M)

objective judgments, logical orientation, rules, laws, justice, firmness

• Feeling: type F, personal, 50% (however, 60%F) emotional judgments, value-oriented, persuasion, sympathy, devotion

• Note: both types can react with the same emotional intensity.

• Do you tend to follow the rules regardless of how you feel? Do you hide your feelings and get on with the job? That's Thinking.

• Or do you inject a personal note into things you do, even let your emotions take over, sometimes. That's Feeling type behavior.

Personality Indicators Judging: type J, closure, concluding, 50% settled,

decided, work comes first, plan ahead, urgency, deadline, get-it-done.

Perceptive: type P, get more data, 50% pending, flexible, adaptable let-it-happen, open-ended, tentative, wait-and-see.

Note: both types are equally "judging" and "perceptive."

• Do you like to set up a schedule to meet deadlines, make lists, make quick decisions in order to get onto the next job? That's Judging behavior.

• Or are you really adaptable, you like collecting more information so your decision will be really informed. That's Perceptive.

Self Evaluation

What is my personality type?

Take the test.

Be as honest as you can, only you will

see the results.

List the answers on the chart.

Evaluate the results.

Do you concur?

Do you understand yourself?

Motivating

Abraham Maslow was an American born

psychologist, researcher and educator

who practiced during the middle third of

the 20th century.

Maslow created his now famous

hierarchy of needs based on his

observations that some needs take

precedence over others.

Motivating

Building a Team

Why would someone want to become part of a team?

An effective team helps one feel they are:

• Doing something worthwhile for themselves and the organization

• Enjoying a more satisfying work life

• More in control of their jobs

• Making contributions which are well used

• Learning new skills

• Recognized and respected

Building a Team

When a team is operating well the leader and

the members:

• Are clear on team goals and are committed to

them

• Feel ownership for problems rather than

blaming them on others

• Share ideas

• Listen to and show respect for others

• Talk more about “we” and less about “I” and “me”

Building a Team

• Understand and use each others know-how

• Know about each other’s personal lives

• Give each other help and support

• Show appreciation for help received

• Recognize and deal with differences and

disagreements

• Encourage development of other team

members

• Are loyal to the group, its members, the

leader and the organization

Building a Team

• Make decisions based on facts not on

emotion or personalities

• Play a variety of roles – serve as leader,

teacher or coach

Coaching

The goal of coaching is not to provide

direction, but to enable team members

to work together to help one another

find direction.

Coaching is the foundation for

continuous improvement.

Coaching is a practical skill anyone can

learn.

Coaching

1. Identify an opportunity to help someone expand on his or her skills, knowledge and abilities

Coaching is a chance to help someone enhance his or her performance and add value to the organization/team. Sometimes, people may ask for coaching, but don’t wait for that to happen. Act on opportunities for coaching at any time.

Coaching

2. Confirm that the person is ready for coaching.

Before trying to coach, make sure the person is open to it. If a person seems hesitant, try explaining the benefits, but don’t insist on coaching someone who simply isn’t receptive. To ensure a win-win situation, find out if the person is willing before proceeding to coach.

Coaching

3. Ask questions and offer information to help clarify the situation.

Much of coaching involves helping people clarify situations in their own minds. Often, the best way to do this is by asking open-ended questions that encourage them to think through the situation aloud. Begin questions with words like what, when, where, who and how much.

Coaching

4. Help the person identify possible

actions.

The best coaching enables people to

think and act on their own. As you

help someone identify immediate

actions, you’re also preparing the person to work through similar issues

without your help. Offer guidance as

he or she develops a plan.

Coaching

5. Gain agreement on a course of action.

In coaching, you help someone plan how

to handle a situation. To be certain

that the session results in positive

action, you need to gain the person’s commitment to a specific plan of

action.

Coaching

6. Offer your support.

The ultimate goal of coaching is to enable a

person to act independently. Most people

need assurance and support before they

can reach that goal. As a coach, you need

to let the person know you’re available to give further assistance – or further

coaching- when it is needed. Coaching isn’t a quick fix or a one-time shot, it’s an extended relationship.

Leadership Strategies

Leadership Styles

Conflict Cycle

Conflict Management

Kenneth Thomas and Ralph Kilmann

developed a model of five (5) conflict

handling modes or styles

Thomas-Kilmann Conflict Styles


• Avoiding (Uncooperative and unassertive)

Neglects own concerns as well as those of

other parties: does not raise or address

conflict issues.

• Accommodating (Cooperative and

unassertive) Seeks to satisfy other person's

concerns at the expense of own.

• Competing (Uncooperative and assertive)

Opposite of accommodating. Uses whatever

seems appropriate to win.


• Collaborating (Cooperative and

assertive) Opposite of avoiding. Works

with other party to find a solution that

satisfies both own and other party's

concerns.

• Compromising (Middle ground) Seeks

to find a middle ground to partially

satisfy both parties.

When to Avoid

• When an issue is trivial.

• When there is no chance of getting what you

want.

• When the potential damage of confrontation

is greater than the benefits if resolution.

• When you need to gather more information.

• When others can resolve the conflict more

effectively.

• When you need to cool down, reduce tension,

and regain perspective or composure.

When to Accommodate

• When you realize you are wrong.

• When the issue is much more important

to the other person than you.

• When you need a future favor (credit).

• When continuing the competition would

damage the cause.

• When subordinates need to develop - to

learn from our mistakes.

When to Compete

• When quick, decisive action is necessary.

• On important issues for which unpopular courses of action need implementing.

• On issues vital to the group welfare, when you know you are right.

• When protection is needed against people who take advantage of noncompetitive behavior.

When to Collaborate

• When both sets of concerns are too important to be compromised.

• When it is necessary to test your assumptions or better to understand the viewpoint of the other party.

• When there is a need to combine ideas from people with different perspectives.

• When commitment can be increased by incorporating the concerns of everyone into the proposal.

• When there is a history of bad feeling.

When to Compromise

• When goals are important but not worth the effort of potential disruption from more aggressive players.

• When two opponents with equal power are strongly committed to mutually exclusive goals.

• When temporary settlements are needed on complex issues.

• When expedient solutions are needed under time pressures.

• As back-up when collaboration or competition fail.

Negative Consequences of Competing

• Eventually being surrounded by "yes people."

• Fear of admitting error, ignorance, or uncertainty.

• Reduced communication.

• Damaged relationships.

• Lack of commitment from others.

• More effort during implementation to sell the solution.

Negative Consequences of Collaborating

• Too much time spent on insignificant

issues.

• Ineffective decisions can be made by

people with limited knowledge of the

situation.

• Unfounded assumptions about trust.

Negative Consequences of Compromising

• No one is completely satisfied.

• Solutions tend to be short-lived.

• Cynical climate: perception by both

parties that it is a "sellout."

• Larger issues, principles, long-term

values and the welfare of the company

can be lost by focusing on trivia or the

practicality of implementation.

Negative Consequences of Avoiding

• Decisions made by default.

• Unresolved issues.

• Self-doubt created through lack of

esteem.

• Creative input lost.

• Lack of credibility.

• Anger and hostility generated in

subsequent discussions.

Negative Consequences of Accommodating

• Decreased influence, respect, or

recognition by too much deference.

• Laxity in discipline.

• Frustration as own needs are not met.

• Self-esteem undermined.

• Best solution may be lost.

Conflict Control

• Use avoidance to ignore the issue.

• Use accommodating style to allow the

other person to resolve the issue.

• Structure the interaction so that a

triggering event is unlikely to occur.

• Strengthen the barriers that inhibit the

expression of conflict.

• Avoid dealing with the person with

whom you are in conflict.

Steps for Confronting Conflict

• Explain the situation as you see it.

• Describe how it is affecting your performance or the performance of others.

• Ask for the other viewpoint to be explained, and listen to the response.

• Agree on the issues independent of personalities.

• Explore and discuss the issues, without reference to the problem.

Steps for Confronting Conflict

• Agree on what each person will do to

resolve the issues.

• Try to agree on the problem. If there is

no agreement, discuss issues some

more.

• Explore possible solutions.

• Agree on what each person will do to

solve the problem.

Problem Solving & Decision Making

A number of formal, structural problem

solving and decision making

techniques are taught in organizational

management courses. Examples:

• Kepner-Tregoe (KT) Technique

• Alamo Technique

• Cause Mapping

• etc

Brainstorming Process

• Everyone must be involved

• Call out ideas to scribe

• Build on ideas

• No idea is too trivial or silly

• There is no criticism nor judgment on any

idea

• Get as many ideas as possible in the time

• Objective: solve problems and enjoy doing it

Objectives of Brainstorming

• Identify the issues rapidly

• Reach consensus on the most important issues rapidly

• Determine possible solutions to issues

• Select the most promising action to solve the problem

• Agree on who does what

• Get a commitment

• Sell the process

Synergistic Decision Making

Based on the premise that when people are supportive of one another and follow a rational sequence of activities in dealing with a problem, they can perform beyond the sum of their individual resources.

Synergistic decision making requires participation in effective interpersonal and rational processes.


Interpersonal Processes – involves skills

we use when working with others.

• Listening to others

• Supporting their efforts to do well

• Differing with others when necessary in

a manner that is constructive rather

than defensive

• Participating equally in group

discussions


Rational Processes – involves the skills

we use in thinking a problem through to

a solution.

• Analyzing the situation

• Identifying objectives (ie., aims or

goals)

• Considering alternative strategies

• Discussing adverse consequences


Reaching a consensus is the hallmark of

“acceptance” in the effective decision equation:

Effective Decision = Quality X Acceptance

Lack of agreement regarding a decision

places acceptance of the decision and

its execution in jeopardy.


Survival Exercise

Finally

The End

MANAGEMENT FUNCTIONS & IMPORTANCE

CLASSIFICATION OF MANAGEMENT

FUNCTIONS • Managerial functions a) Planning b) Organising

a) Staffing b) Directing c) controlling Operational functions a) Production b) Marketing c) purchasing d) Financing e) Personnel

Management Process

• MANAGEMENT PROCESS :

• DIRECTING

• STAFFING

• ORGANISING

• PLANNING

• CONTROLLING

MANAGARIAL FUNCTIONS AND

SUBFUNCTIONS • • PLANNING ...Forecasting, decision making ,strategy,

formulation policy-Making,programming,scheduling,budgeting problem solving,innovation,investigation and Research .

• ORGANISING...Functionalisation,divisionalisation,departments,

Decentralisation,activity,analysis,task,span of management, task allocation STAFFING...... Manpower planning,Recruitment,selection,training,

• placement,compensation,promotion,appraisal DIRECTING......Supervision,motivation,communication,leadership CONTROLLING Fixation of standards,recording,measurement reporting,corrective action

Planning

• Planning is deciding in advance what is to be done in the future • “According to koontz and O ‘Donnell defines planning is deciding in advance what to do, how to do it, when to do it and who is to do it. Planning bridges the gap from where we are to where we want to go. It makes it possible for things to occur which would not otherwise happen”

• Features of planning • Planning seeks to achieve certain objectives. • Planning is oriented towards the future. • Planning is a mental exercise • Planning involves choices from alternatives • Planning is the basics for all other functions. • It is a continuous function • It is pervading. • Planning is directed towards efficiency.

• Steps in planning • Collecting information about past • Defining objectives • Developing planning premises • Discovering alternative courses of action. • Evaluating alternatives. • Choosing the best alternatives • Defining subsidiary plans • Periodic revision and review of plans.

• Advantages of planning • It focuses attention on desired objectives • It helps to minimize risk • It improve efficiency • It avoid confusions • It encourage innovation and creativity • It enables co operation and group work • It serves as the basis of control.

• Limitations of planning • Lack of accurate information • Time consuming • Expensive • Rigidity due to strict compliance with plans • Unwillingness to people change • External limitations (political )

https://image.slidesharecdn.com/functionsofmanagment-170416122154/95/functions-of-managment-10-638.jpg?cb=1492345364


Organising

• According to Henri fayol “To organise a business means to provide it with everything useful to its functioning-raw materials,tools,capital and personnel”

• Steps in organising • Identifying the activities required for achieving objectives. • Classifying these activities in to convenient groups • Assigning the group of activities to appropriate persons. • Delegating authority and fixing responsibilities. • Coordinating Authority Responsibility relationship throughout the enterprise.

•



Importance of organising • Sound organisation facilitate growth and diversification • Optimum use of human resources by matching work with talent • Maintain good harmonious structure in the office • Group activity is equivalent to social structure of organisation • It is a mechanism of management to direct ,controls and coordinates the activities of enterprise.

Staffing • It is concerned with the Human resources of the enterprise. • It is concerned with acquiring,developing,utilising,and maintaining human resources. • It is a process of matching jobs with individuals to ensure right man for the right job.

Definition of staffing • According to koontz and O Donnel “The managerial functions of staffing involves manning the organizational structure through proper and effective selection, appraisal and development of personnel to fill the roles designed in to the structure.



Importance of staffing

Importance of staffing • It helps in discovering and obtaining competent employees for various job. • It improve the quantity and quality of output by putting right man for right job. • It improves job satisfaction of employees • It reduces cost of personnel by avoiding wastage of human resource. • It facilitate the growth and diversification.

• It is concerned with the execution of plans through organised action. • It is also known as commanding or actuating DEFINITION • “Direction consist of the process and techniques utilised in using instructions and making certain that operations are carried out as planned” .


Importance • Mere planning, organizing, and staffing are not sufficient to set the tasks in motion. Management has well-coordinated plans, properly established duty- authority relations, and able personnel, yet it is through the function of direction that the manager is able to make the employees accomplish their tasks by making them integrate their individual efforts with the interest and objectives of the enterprise

Co-ordination must be sought from the very first step, namely, planning, so that plans of all departments are integrated into a master plan, issuing the adequate co-ordination. • Similarly organizing of people into groups and work into activities involves adequate co-ordination.

COORDINATING • It can also be secured through proper motivation of the workers towards organized efforts in terms of organizational objectives and personal objectives of the employees through an integration of such objectives. • Finally the controlling aspect also indicates further co-ordination is required resulting in improvements and fresh plans.

Controlling involves several tasks, including monitoring customer satisfaction. • controlling • keeping the company on track and making sure goals are met

CONTROLLING The important steps to be initiated in this direction are as follows: • 1. Measurement of accomplishments against pre- determined standards and recording of deviations • 2. Analysing and probing the reasons for such deviations • 3. Fixing of responsibility in terms of persons responsible for negative deviations • 4. Correction of employee performance so that group goals are achieved through effective implementation of plans devised to attain them.

• Monitoring is the collection and analysis of information about a project or programme, undertaken while the project/programme is ongoing. • Evaluation is the periodic, retrospective assessment of an organisation, project or programme that might be conducted internally or by external independent evaluators. Monitoring or Evaluation • Good planning, monitoring and evaluation enhance the contribution of establishing clear links between past, present and future initiatives and development results. • Monitoring and evaluation can help an organization extract relevant information from past and ongoing activities that can be used as the basis for programmatic fine-tuning, reorientation and future planning. Without effective planning, monitoring and evaluation, it would be impossible to judge if work is going in the right direction, whether progress and success can be claimed, and how future efforts might be improved.


THEORIES OF MOTIVATION

FLOW….OF DISCUSSION

What is motivation

Theories of Motivation

Maslow's Theory of Motivation - Hierarchy of

Needs

Herzberg's motivator-hygiene theory

MOTIVATION

Motivation is the characteristic that helps you

achieve your goal. It is the drive that pushes you

to work hard .It is the energy that gives you the

strength to get up and keep going - even when

things are not going your way.


Maslow's hierarchy of needs

Herzberg's motivator-

hygiene theory

Alderfer's ERG theory

McClelland's three-needs

theory

Content

Theory


Adams' equity theory

Vroom's expectancy theory

Goal-setting theory

Reinforcement theory

Process

Theory

Hierarchy of Needs

MASLOW S THEORY OF MOTIVATION

MASLOW S THEORY

We each have a hierarchy of needs that ranges

from "lower" to "higher." As lower needs are

fulfilled there is a tendency for other, higher

eeds to e erge.”

Maslow’s theory ai tai s that a perso does not feel a higher need until the needs of the

current level have been satisfied.

MASLOW'S HIERARCHY PYRAMID

Self Actualization

Esteem needs

Social needs

Safety needs

Physiological

needs

APPLYING MASLOW'S NEEDS HIERARCHY -

BUSINESS MANAGEMENT

Physiological Motivation: Provide ample breaks for lunch , pay salaries that allow workers to buy life's essentials.

Safety Needs: Provide a working environment which is safe, relative job security, and freedom from threats.

Social Needs: Generate a feeling of acceptance, belonging by reinforcing team dynamics.

Esteem Motivators: Recognize

achievements, assign important projects, and

provide status to make employees feel valued

and appreciated.

Self-Actualization: Offer challenging and

meaningful work assignments which enable

innovation, creativity, and progress according to

long-term goals.

LIMITATIONS AND CRITICISM

Maslow s hierar hy akes se se ut little evidence supports its strict hierarchy. Research

has halle ged the order i posed y Maslow s pyramid. As an example, in some cultures, social

needs are regarded higher than any others.

Little evidence suggests that people satisfy

exclusively one motivating need at a time.

Two Factor Theory

HERZBERG'S MOTIVATION-HYGIENE THEORY

MOTIVATION-HYGIENE THEORY

Frederick Herzberg performed studies to

determine which factors in an employee's work

environment caused satisfaction or

dissatisfaction. He published his findings in the

1959 book The Motivation to Work.

MOTIVATION-HYGIENE THEORY

Achievement

Recognition

Work itself

Responsibility

Advancement

Growth

Company policy

Supervision

Relationship w/Boss

Work conditions

Salary

Relationship w/Peers

Motivating

factors

Hygiene

factors

APPLYING TWO FACTOR THEORY IN BUSINESS

MANAGEMENT

According to Herzberg: The job should have sufficient challenge to utilize the full ability of the employee.

Employees who demonstrate increasing levels of ability should be given increasing levels of responsibility.

If a job cannot be designed to use an employee's full abilities, then the firm should consider automating the task or replacing the employee with one who has a lower level of skill. If a person cannot be fully utilized, then there will be a motivation problem

LIMITATION AND CRITICISM

Critics consider Herzberg's two factor theory to be simplistic - what motivates me may be a dissatisfier for someone else

Its for individuals, not as a homogeneous group with one set of wants and needs

Some factors may be within your control, some may not

SUMMARY

THANK YOU….FOR YOUR MOTIVATION

UNIT1

Definition of Entrepreneur

Internal & External Factors

Functions

Entrepreneurial Motivation & Barriers

Classification

Theories

Concept

Development of Entrepreneurship

Culture

Stages in entrepreneurial process

What is an Entrepreneur?

One who creates a new business in the face of

risk and uncertainty for the purpose of achieving

profit and growth by identifying and assembling

the necessary resources to capitalize on them.

CONCEPT OF ENTERPRENEUR

RISK BEARER

ORGANISER

INNOVATOR

Schumpter’s Definition of Entrepreneur

Reform or revolutionize the pattern of production by exploiting an invention or more generally , an untried technological possibility for producing a new commodity

Drucker’s view on Entrepreneur

Innovation is a specific tool of entrepreneurs, this means by which they exploit changes as an opportunity for different business or a different service.

Characteristics of Entrepreneurs

Desire for responsibility

Preference for moderate risk

Confidence in their ability to succeed

Desire for immediate feedback

High level of energy

Future orientation

Skilled at organizing

Value achievement over money

Functions of Entrepreneur

Innovation

Risk Taking

Organization Building

Absorb uncertainty

Frame the Challenge

Build Commitment

Entrepreneurs...Traits

Self-confident and optimistic

Able to take calculated risk

Respond positively to changes

Flexible and able to adapt

Knowledgeable of markets

Able to get along well with others

Independent minded

Entrepreneurs...Traits II

Energetic and diligent

Creative, need to achieve

Dynamic Leader

Responsive to suggestions

Take initiatives

Resourceful and persevering

Perceptive with foresight

Personal traits and characteristics of entrepreneurs.

Entrepreneurial Motivation

Motivation is an inner spirit

that activates and direct our

behavior towards our goal.

What motivates an individual to behave entrepreneurially is explained by the behavioral scientists?

Entrepreneurship: Sources of Supply & Motivation

AuthorEntrepreneurial Phenomenon Source of Entrepreneurial Supply Motive Force

Schumpter Individual Extraordinary individuals Innate urge to achieve sucess

Weber Status Groups Extraordinary individuals Religious beliefs

Mc CellandReligious & Social Groups

Individuals with high n-achievement creative Child rearing practices & climate

Hagen Subordinated GroupsIndividuals in the soceity driven by a duty to achieve

Status withdrawal & relative social blockage

FACTORS RESPONSIBLE FOR ENTREPRENEURS

INTERNAL FACTORS

Desire to do something new

Educational Background

Experience

EXTERNAL FACORS

Govt. assistance and support

Availability of labor and raw material

Encouragement from big business houses

Promising demand for the product

TYPES OF ENTREPRENEUR

According to the type of business

According to the use of technology

According to the motivation

According to the growth

According to the area

According to the gender & age

According to the sale of operation

Type of Business

Business Entrepreneur( individuals who conceive an idea for a new product or service & then create a business to materialize their idea.)

Trading Entrepreneur (Is one who undertakes trading activities & is not concerned with the manufacturing work)

Industrial Entrepreneur (a manufacturer who identifies the potential needs of customers & tailors a product to meet the marketing needs)

Corporate Entrepreneur (Is a person who demonstrates his innovative skill in organizing & managing corporate undertaking)

Agricultural Entrepreneur ( Is one who undertake agricultural activities as raising & marketing of crops, fertilizers & other input.)

Retail Entrepreneur Service Entrepreneur

Use of Technology

Technical Entrepreneur (he demonstrates his innovative capabilities in matter of production of goods & rendering services)

Non- Technical Entrepreneur (concerned only with developing alternatives marketing & distribution strategies to promote their business)

Professional Entrepreneur (a person who is interested in establishing the business but does not have interest in managing it once)

According to Motivation

Pure Entrepreneur (an individual who is motivated

by psychological & economic rewards)

Induced Entrepreneur (is one who induced to take up

entrepreneurial task due to the policy measures of

the Govt.)

Motivated Entrepreneur (they are motivated by the

desire of self fulfillment)

Spontaneous Entrepreneur (those who start their

business their by natural talents (inborn abilities)

According to area

Urban Entrepreneur

Rural Entrepreneur

According to gender & age

Men Entrepreneur

Women Entrepreneur

According to sale of operation

Small scale Entrepreneur

Large scale Entrepreneur

Classification of Entrepreneurs

Innovating Entrepreneurs

Imitative Entrepreneurs

Fabian Entrepreneurs

Drone Entrepreneurs

INNOVATING ENTERPRENEURS

Is one who introduces a new goods,inaugrates new method of production, discovers new market & reorganizes the enterprise

IMITATIVE ENTERPRENEURS

These are characterized by readiness to adopt successful innovations inaugurated by innovating entrepreneurs

FABIAN ENTERPRENEURS

These are characterized by

a great caution & skepticism

in experimenting any

changes in their enterprises

DRONE ENTERPRENEURS

These are characterized by a refusal to adopt opportunities to make changes in the production formulae even at the cost of severely reduced returns relative to the other like producers.

THEORIES OF ENTREPRENEURSHIP

Economic

Psychological

Sociological

ECONOMIC THEORY

Economic incentives are the main drive for the entrepreneurial activities. The persons inner drives have always been associated with economic gains .Thus these incentives are regarded as sufficient conditions for the emergence of industrial entrepreneurship.

SOCIOLOGICAL THEORY

Sociologists argue that entrepreneurship is most likely to emerge under a specific social culture. Social values are the most important determinant of the attitudes & role expectations.

PSYCHOLOGICAL THEORY

This theory, entrepreneurship is most likely to emerge when a society has sufficient supply of individuals possessing particular characteristics. Schumpter believes that entrepreneurs are primarily motivated by will of conquer.Mc Clelland asserts that it is high need for achievement that motivates people towards entrepreneurial activities.

Barriers to Entrepreneurship

Lack of viable concept

Lack of market knowledge

Lack of technical skills

Lack of capital

Lack of business know how

Time presences and distractions

Legal constraints and regulations

Culture

The sum total of social behavior that includes at

least three elements namely, knowledge and beliefs,

ideals and preferences.

Entrepreneurial culture implies vision,values,norms

and traits that are conductive for the development of

the economy.

The emerging market environment and globalization

is challenging every organization & every person in

the organization to consider, evaluate and bring out

the changes in thinking, vision and action.

Nature of Culture

Basic beliefs and assumptions about the

company

Emotional aspect

Reflect history

Inherently symbolic

Substance and Form

Components of Culture

Values

Rules of Conduct

Vocabulary

Methodology

Rituals

Myths and Stores

Elements of an Entrepreneurial Culture

People and empowerment focused Value creation through innovation and

change Attention to the basics Hands-on management Doing the right thing Freedom to grow and to fail Commitment and personal responsibility Emphasis on the future and a sense of

urgency

Individualism vs Collectivism

Individualism– Self-orientation– Emphasis on self-efficiency and control– Pursuit of individual goals– Value system driven by pride in their own accomplishments

Collectivism– Group-orientation– Subordination of personal interests and goals– Emphasis on sharing– Concern for group welfare

Entrepreneurial Intensity is achieved by balance between individualism and collectivism

Steps in the Entrepreneurial Process

1. Discovery

2. Concept Development

3. Resourcing

4. Actualization

5. Harvesting


1. Discovery: The stage in which the entrepreneur generates ideas, recognizes opportunities, and studies the market


2. Concept Development: – Develop a business plan: a detailed

proposal describing the business

idea

Concept Development

– Choose business location

– Will a patent or trademark be required?


3. Resourcing: The stage in which

the entrepreneur identifies and

acquires the financial, human, and

capital resources needed for the

venture startup, etc


4. Actualization: The stage in

which the entrepreneur operates

the business and utilizes

resources to achieve its

goals/objectives.


5. Harvesting: The stage in which

the entrepreneur decides on

venture’s future growth,

development, or demise.

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